Higher education institutions seem to be becoming increasingly flexible with different functions. Most universities' mission statements involve teaching, research and service, but while the teaching and research missions are clearly defined and located within certain areas of the university activities, service is less clear and more ambiguous, assuming an increasingly important and central catchphrase in many higher education institutions' publicity or 'marketing' strategies. As little research has come out to understand and locate the place of service in relation to the other core activities, an understanding of it could be useful in comprehending the wider implication of utilitarian-driven higher education policies and developing effective frameworks to rethink policy and practice. Based on two case studies, this paper argues that service, rather than being simply one of three functions, is a broad concept that covers the core activities and is influenced by the context of universities. (Contains 4 notes.)